TRATEGIC PLAN. Becoming Christ-like Disciples Engaging the world!

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1 TRATEGIC PLAN STRATEGIC PLAN Becoming Christ-like Disciples Engaging the world! 1

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3 A. Our Vision Becoming Christ-like disciples engaging the world STRATEGIC PLAN B. Our Mission Statement To be a worshiping community, helping one another to be obedient to God s Word and to be Ambassadors of Jesus Christ in a needy world C. Our Core Values 1. Commitment to the Great Command to love God and to love our neigbours (Luke 10:25-37) 2. Commitment to Biblical Transformation (Rom. 12:1,2; Col. 1:28,29) 3. Commitment to Empowering Leadership (Ephesians. 4:11,12) 4. Commitment to Contextual Relevance (1 Cor. 9:19 to 23) 5. Commitment to Church Planting (Matt. 28:19,20) We believe that successful ministry is dependent on God and so foundational to the above is a commitment to Prayer; the truth of God s Word; and seeking God s presence and enablement by the Holy Spirit. D. Strategic Plan : Founding a Ministry Model TRANSFORMATIONAL WORSHIP (WOW Services) Come & See Come & Join TRANSFORMATIONAL INFLUENCE (Church at the Gates) TRANSFORMATIONAL FELLOWSHIP Come & Grow Supported by: ENABLING STRUCTURES 3

4 Becoming Christ-like Disciples, Engaging the world! The strategic plan for the period , with the 3 key strategic priorities: Transformational Worship, Transformational Fellowship and Transformational Influence; was very successful in building the foundation for the ministry model we now have, with transformational impact at its core. The lessons and practices learned will continue to guide ministry. E. Strategic Priorities The Plan established the foundation upon which the strategic plan for 2017 to 2022 is built: while the Plan was the motor vehicle so to speak, the Plan, with people at its centre, will build the culture that guides the driver that will speak into every area of church life. The Strategic Priorities: 1. A people growing in worship as a relationship with God 2. A people engaged as a family; growing, caring, or and serving one another and together. (Fellowship) 3. A people mobilized and equipped for service of Christ in all aspects of their lives (Discipleship / Training) 4. A people deployed as ambassadors, serving and influencing the world for Christ (Outreach Engaging the World) A Key Motif: Whole-Church Engagement: (Responding to our Ministry Philosophy, Every Member a Minister, Every Member Necessary (Eph. 4:16); Making the most of the increasing congregation numbers for the Kingdom) a. Calling out labourers for the Harvest. b. Leadership Development: Training of future leaders who are flexible and agile to cope with our fast changing times, for Multiplicational leadership that is culturally attuned. c. Equipping / discipleship that is Multiplicational disciples that develop other disciples. Every Member a Minister, Every Member Necessary 4

5 STRATEGIC PLAN COME WORSHIP WITH US SERVICES, EVENTS, PRAYER, WORD BECOMING CHRIST-LIKE DISCIPLES CONNECTING WITH GOD ENGAGING IN GOD S FAMILY GOD S FAMILY CARING, GROWING, SERVING CLGS, AFFINITY GROUPS BECOMING CHRIST-LIKE DISCIPLES ENGAGING THE WORLD ENGAGING THE WORLD EQUIPPED FOR SERVICE & MISSION LET S GO CHANGE THE WORLD!" OUTREACH ENGAGING THE WORLD RISE TO YOUR CALLING TRAINING & DEVELOPMENT F. Key Imperatives Imperatives contributing to part 1 of our vision; Becoming Christ-like 1Disciples a. Preaching/ teaching the Word for life Ensuring that sermons are based on and reflect the teaching of the Bible and encourage practical application of the learned Word. Provision of accessible and appropriate resources to support spiritual growth and community. Growing Bible teachers through training and mentoring. b. Developing a Bible centred culture i.e. Learn, Love and Live The Word Teaching and providing tools and resources to train people to read, study, and apply biblical content. 5

6 Becoming Christ-like Disciples, Engaging the world! c. Leadership Development Developing leaders is one of the most critical needs of a growing multiplying church, and providing resources, empowerment and training for Church leaders is of strategic importance. We believe that leadership is not limited to individuals and the offices they hold. The bottom line of leadership is influence, and all Christians, who Jesus refers to as the salt and light of the world, are called to influence (and thus in some way lead) the world around them. We will grow in the practice of developing servant leaders by: Establishing a Leadership Development And Training Ministry whose primary role is to engage the leadership development process for our Church. Training leaders for effective ministry. Creating mentorship opportunities; identifying members of the congregation with specific gifts and creating networks for mentorship within the Church. d. Developing and training disciples equipping Discipleship in our Church is a continuous journey in growing in following the Lord and fulfilling His call of replication and witness. Our Church will: Grow opportunities and resources for training Encouraging accountability processes Encouraging personal mentoring as one of the most effective forms of discipleship within the Church. Inculcating discipleship in our homes; equipping parents to make disciples in the home. Equipping people for effective service in the marketplace as representatives of Christ. e. Establishing family within Karura CC Cultivating joyful, caring and supportive relationships amongst congregants in the Church community. The Bible refers to the Church as a body implying close interaction and mutual support and dependence (Eph. 4:7-16). This is best expressed in practical terms in fellowship where intimate relationships can be formed. Small groups, the Community Life Groups, are, therefore, the centre for participation. 6

7 f. Developing a strong prayer culture STRATEGIC PLAN Praying individually and together was modelled and practiced by our Lord Jesus Christ. Prayer is a cry for God s involvement in our lives, and it is He who enables us to both will and act according to His will. Prayer is at the centre of Church life and we will continue to inculcate a prayer culture in the following ways: Prayer service; use the various church service as an opportunities to grow the understanding and attitudes to prayer. Prayer Counsellors; avail prayer counsellors whenever need arises. Equip the Church membership and its partners on prayer through trainings and seminars such as Ombi School of prayer. Providing prayer resources for the congregation for individual and group use. g. Raising a generation of Christ-champions (Youth and Children) The future of the church rests in its next generations, and in order to perpetuate the Gospel until Jesus returns we MUST invest in our Youth and Children. Additionally, with the population of children and youth in our nation coming to about 50% of the population, this is a demographic that cannot be ignored especially as it is at this stage that people are most open to hear and embrace the Gospel message. This calls for an intentional focus on our children and youth teaching the truth of the Word of God to them and to expand the opportunities for them to participate in Church life and demonstrate their faith in action by: Growing the children s and youth ministries with resources for teaching responding to the technological advancements that offer opportunities for teaching the word. Being intentional about creating a leadership track for young people that ensures the Church is supporting and growing a younger and more diverse leadership. Offering opportunities for children and young people to put their faith into action through engagement in the ministries and programs of the Church. Creating and identifying national opportunities targeted at youth and children to witness; e.g. worship concerts. 7

8 Becoming Christ-like Disciples, Engaging the world! Imperatives contributing to part 2 of our vision; Engaging 2the world a. Enabling the Salt and Light ministry of Believers (Church at the Gates) We believe that every Christian is called to serve as a representative of God s Kingdom (Ambassadors 2 Cor. 5:21), to live out Kingdom principles in every part of their lives (Col. 3:23.24) and to influence the world towards God s Kingdom rule serving both as Salt and Light among non-believers and disciplemakers. As such, during this Strategic Plan period we shall be making definitive steps in: Encouraging all members to engage as kingdom-agents where they interact with the world. Tracking and supporting members as they engage. This will be done in the first instance through CLGs but also through other means such as the special sectoral and other forums of our Church at The Gates ministry. Celebrating the fruit that God enables through the ministry of our members. b. Reach non-believers It is God s desire is for his body to participate together in growing the Kingdom. We shall continue to create opportunities for congregants to serve and grow in evangelism and reach the community with the Gospel of Christ. Every ministry program in our Church responds to this calling as one of their outcomes. We will increase the geography of our outreach by: Having a national outlook for our missions and evangelism ministry; extending our engagement outside the 16km radius of our Church and to the nation and regionally through cross border missions. Continuing to increase our school / educational and other institutional outreach. c. Reaching the wider community with acts of love To commit ourselves to cultivating and sharing our time, talent and treasure with others in our geography and beyond in extending God s compassion and mercy to those in need. Our Church will celebrate and reinforce a caring and servant culture and mindset throughout services, programs, training, and activities. Consequently, we will: Identify and nurture the different gifts that God has given to each member of the congregation 8

9 Proactively seek and encourage the congregation to use their gifts and talents in the transformational engagement of the community Continue and grow the social justice ministers of the Church Strengthen the Karura Community Centre which is the organization the Church has established to create partnerships in the private and social sectors in response to development needs in the community. d. Starting new communities of Christ (Church Planting) STRATEGIC PLAN This remains a Core value of the Church. In this Strategic Plan period () our goal is to plant at least 20 more Churches in our nation and across our borders by the will of God facilitated both by the mother church and established branches and partners. e. Walking with other partners and churches The primary goal of our work with partner churches is to empower them to live out their missional calling as the body of Christ in the world and for cross-fertilisation to enhance our own ministry and Vision fulfilment. In addition we shall continue to partner with other Christian organisations especially in Evangelism, Mission, Social Justice and other Outreach related ministries. Our Church will continue to develop relationships with churches and other Christian organisations, serving in our place within the larger Body of Christ. f. Engaging instrumental leadership/ institutions (national and sub-national level) Our Church believes that Christ has Lordship over every area of life, this includes the political arena. And because the mission of our Church is to inspire, equip and mobilize Christ s followers a ministry in Government at national and sub national level is important....extending God s compassion and mercy to those in need. 9

10 Becoming Christ-like Disciples, Engaging the world! 3Communicating what God is doing among us (testimonies), who God is using (cultural champions) To expand and promote opportunities for congregants to share their experiences of Christ s love in their lives. To foster a Church community that is collaborative and well informed about Church life so that all congregants feel welcomed and empowered through: Offering opportunities to share testimonies during in various forums as well as collecting and documenting testimonies from the congregation and sharing ministry and Church newsletters. Annual Church report; effectively capturing the so what question, by sharing stories of transformation that is happening within the Church. Effective enabling structures and resource 4mobilization With a growing congregation, our Church must respond to ensure the Church is prepared and could attain its objectives. Monitoring, evaluation, accountability 5and learning Learning is central to the achievement of our goals. In a changing world context, the Church will continue to monitor and review its ministry performance and opportunities, and respond or adjust to meet the changing realities: Developing SMART objectives with indicators and milestones for review Introducing monitoring and evaluation tools for ministry programs. Ensuring ownership through participatory processes of reviewing and refining the methods of ministry is critical in our changing contexts and environments. G. Enabling Structures 1. Leadership and Governance; The leadership of the Church is committed to the Core Values/DNA of the Church and to servant leadership that enables growth and integrity. The Elders, the supreme governance body of the Church, will continue to regularly monitor and evaluate that following 6 Integrities 10

11 Directional: Governing the Vision of the Church, ensuring progress and adherence. Specifically relating to the Vision and Strategic Plan the Elders Board will have at least one meeting bi-annually whose sole business will be to chart progress and recommend adjustments on the Strategic Plan and ensure Vision remains on course. The Church shall be given annual reports outlining results of the Church s ministry bench-marked to the Strategic Plan expectations, and opportunity to give valuable feedback that will then inform adjustments to the Strategic Plan. Institutional: a. Ensuring legal compliance in all areas and setting policy and standards. b. Financial integrity, budget compliance. Theological: Teaching and Ministries remain aligned with the teaching of God s word. Pastoral: Monitoring the pastoral care of the Church and evaluating the Senior Pastor. Representational: Ensuring relevant, adequate and accurate representation of the Church to both internal and external stakeholders. Leadership: a. Shepherding the Pastors: Ensure the Pastors do not walk alone and receive care and support as needed. b. Leadership Development. Foresee and develop leaders at all levels in the church c. Succession planning. Ensure that there shall be no vacuum at any leadership level in the church STRATEGIC PLAN 2. Administration and HR Human Resources Management; (a). Working with the frame of the whole church as staff, develop management and feedback systems that reflect and best utilise our HR potential. (b) Volunteer management to ensure good volunteer experience for at least 1,000 people regularly engaging. Develop an integration plan for volunteers; (c) Timely engagement, development and training of vocational (employed) staff to ensure we proactively maintain direction towards best standards and growth in line with our vision. 11

12 Becoming Christ-like Disciples, Engaging the world! Operational Systems that ensure excellence and predictability of service delivery. Institutionalization of best practice in Administration. Maintenance of physical facilities and the environment; developing a beautiful and enabling setting for service to the Church and wider community. 3. Finance With the goal of bringing the Church to financial stability and enabling ministry the following shall be given key attention: Enhance ownership and commitment of members to support church activities through tithes and offerings. Financial Management seeking the highest standards of effectiveness, accountability and transparency. Income Generation: Develop alternate sources of income for the Church. Fundraising to enable capital development and community focused ministry. 4. Communication and Technology: Communication will be very central to the achievement of the goals of the strategic plan. The following key communication objectives will be met: Develop a communications strategy Equip each ministry with a communication volunteer whose will be o support development of communication outputs and liaise with the central communications office Developing a Church wide annual calendar that communicates all key activities to the entire church congregation. Develop a Church application as we use technology to transmit information Use available media avenues; Facebook, twitter, website as communication tools Regularly update the website with information; sermons; testimonies etc. 12

13 5. Physical Facilities Development; STRATEGIC PLAN Current Property: physical developments of our Church facility final sanctuary, office building and parking areas.. Access Road and Parking areas: In cooperation with other stakeholders (adjacent properties) enable safe and quality access to the Church and off property parking. The Final Sanctuary development will take place in four phases 1. Youth Sanctuary and Related areas 2. Administration and Washroom and additional Children s areas 3. Main Sanctuary and Central Plaza 4. Parking Structure plus road and walkways The desire is to have this completed during the Strategic Plan. Living on God s Promise Even as we look to the Strategic Plan, as a Church we recognise that it is only through God that we can bear fruit, and we continue to embrace the promise given us by Him in May 1996: I, the LORD, have called you in righteousness; I will take hold of your hand. I will keep you and will make you to be a covenant for the people and a light for the Gentiles, to open eyes that are blind, to free captives from prison and to release from the dungeon those who sit in darkness. (Isaiah 42:6,7) 13

14 Strategic Plan MISSIONS & EVANGELISM MINISTRY Activities: Outreach to Institutions, capacity development training, testimonies, prayer & intercessory, discipleship, satellite services COMPASSION & SOCIAL JUSTICE MINISTRY YOUTH MINISTRY Activities: Training & capacity development, community visitation, sponsorship, emergency relief & release projects Activities: Concerts, Missions to High Schools, Prayer, Mentorship, Youth Ministry Leaders Training Vehicle of success: Scholarship & Mentorship, MED, Medical Camp, KYSA, Care, Integral Mission Conference, Dorcas Vehicle of Success: Youth Camps, Education Institutions, Sunday service, CLGs Word 2. Preaching/ teaching the Word for life 3. Leadership development 4. Developing and training disciples equipping 5. Establishing family within Karura CC 6. Developing a strong prayer culture Vehicle of success: Institutional chaplaincy, Ombi, FIC, church plant, church partnerships 1. Developing a Biblecentered culture i.e. learn, love & live the LEADERSHIP, TRAINING AND DEVELOPMENT Vehicles of success; church departments, church members with technical skills, institutional partnership. Activities; mapping technical expertise available Church membership; on the job training for staff; training and capacity building for church membership HUMAN RESOURCES Vehicles of success; hiring and retaining staff; staff appraisal; volunteer management guideline; Church internship guideline. Activities; volunteer & interns recruitment, follow up and linking; staff retreat & lunch, team building Key Imperatives 15. Effective enabling structures and resource mobilization Becoming Christ-like disciples engaging the world. 1. A people/ disciples growing in worship as a relationship with God i.e. Worship 2. A people/disciples engaged as a family growing caring for and serving one another and together i.e. fellowship 3. A people/disciples mobilized and equipped for service of Christ in all aspects of their lives 7. Monitoring, evaluation, 4. A people/disciples deployed accountability as ambassadors, serving & and learning influencing the world (document for for Christ future generations for inspiration) 9. Raising a generation of 8. Reach non-believers Christ-champions (Youth and Children) 14. Engaging instrumental leadership/ institutions (national and sub-national level) 13. Communicating what God is doing among us (testimonies), who God is using (cultural champions) 11. Starting new communities of Christ (Church Planting) 10. Reaching the community with acts of love 12. Walking with other partners and Churches Activities: 5 WOWs (Welcome, Worship, Word, Witness & Warmth); street café; testimonies; Wednesday prayer Vehicles of success: Sunday services, satellite services, events, concerts, live streaming, worship night, extended time of prayer; ushers training COMMUNICATIONS Vehicles Of Success; communication focal point in every department; communication plan; testimonials. Activities; Bi-annual and annual reports; church events calendar; media channels (social media, website, Sunday bulletin); church mobile app FINANCE Vehicles of success; finance committee; development and update of accountability policies; Activities; annual audit; monthly budget and expenditures review; annual financial report shared with membership; Vehicles of success: Clgs, Plug-In, Pmcc, Affinity Groups, Care, Spiritual Emphasis Campaign WORSHIP & EVENTS MINISTRY ADULTS MINISTRY Activities: Counselling, Hospital & Home Visitation, Bereavements, CLG leaders training Vehicles of success: Sunday service, VBS, Multiple contact evangelism, schools partnership, oversight board Activities: Teaching the Word, practicing learned Word, Training, replicate ministry model in partner churches CHILDREN S MINISTRY

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16 Becoming Christ-like Disciples, Engaging the world! Web: The Karura Community Chapel 16

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